Supply chain management.

This article describes how Do It Best Corp. has used technology to improve its supply chain management. Among other topics it discusses the company's use of electronic data interchange, the Internet, electronic forecasting, and warehouse management systems to gain substantial savings and increase its competitiveness.     

可的便利店的供应链优化管理

在我国零售商业领域，零售商供应链存在的种种问题使零售商难以培育新的竞争优势。甚至丧失了原有的优势。我国零售企业如何进一步提高竞争能力？供应链优化管理是一个值得关注的方向。供应链优化是现代零售商创造竞争优势、开辟新的利润源的必由之路。     

Supply chain management maturity and performance in SMEs

Supply chain maturity models attempt to disseminate best practices in supply chain management (SCM). One basic idea behind these models is that increased maturity will lead to improved supply chain performance, which in turn will lead to improved financial performance. There is, however, little empirical evidence about the relationship between supply chain (SC) maturity and financial performance, specifically in SMEs. The results of this study indicate that there is a strong relationship between SCM maturity and SC performance in SMEs, as well as some relationships between SCM maturity and financial performance. One conclusion is that if firms use maturity indicators in the Supply Chain Operations Reference areas to improve their processes, they will most likely achieve positive effects on supply chain performance and probably also on financial performance.     

Supply chain management executives in corporate upper echelons

Supply chain strategies and their implementation have been recognized as a source of competitive advantage. According to the principle “structure follows strategy”, we expect the number of firms having supply chain management (SCM) functions represented on their top management team (TMT) to have increased in the past years. However, little is known about the degree to which executives responsible for SCM functions (i.e., Chief Supply Chain Officers) are present or absent in TMTs and if their presence is related to firm performance. Therefore, we study the TMTs of large US corporations and show that SCM is present in upper echelons, either through executives whose responsibilities explicitly include SCM or indirectly by executives, especially CEOs, who had acquired SCM experience in their previous positions. However, firms׳ operating margins are lower when a Chief Supply Chain Officer is present in the TMT.     

Supply chain management: new paradigms for customers and suppliers.

Companies are constantly looking for ways to increase their effectiveness and improve their bottom lines. One area of renewed interest is supply chain management. By managing their supply chains better, companies are able to become more flexible, offer defect-free products, eliminate unnecessary delays, and keep costs down. This article briefly describes the objectives of supply chain management and lists some of the tools that can be used to achieve them.     

Supply chain management: new organisational practices for changing procurement realities

How does the implementation of SCM strategies affect the organisation of procurement? Based on case study material of 15 Danish companies, this article develops a set of statements concerning the organisational role and job assignments of procurement in the light of SCM practice. For this purpose, we use an analytical technique known as the degree-of-freedom analysis. It is suggested that new organisational practices, such as key supply management, team-based management and changing skill requirements of purchasing personnel, may be an outcome of implementing SCM practices towards suppliers. Implications for theory and practice.     

Information technology and supply chain management: a study of the food industry

This paper's topic is the use of information technology (IT) for the development of supply chain management (SCM). In today's business environment, both in academics and industry, the term SCM has become a popular paradigm. In particular, the use of IT to facilitate the development of supply chain partners is gaining interest within industry. This paper develops the topic of SCM and further develops the relationship between the use of IT, in the form of electronic data interchange, and the development of supply chain integration. The goal of using SCM along with IT is to develop a supply chain that is capable of responding more quickly and efficiently in the meeting of consumer's requirements.     

军事供应链管理系列连载之五实施军事供应链管理的对策研究

实施军事供应链管理,是未来信息化战争对后勤保障的要求,也是我军物资保障未来发展的方向.我们要在充分汲取发达国家军队经验教训的同时,结合我军实际,适时推行具有我军特色的军事供应链管理,建设精干高效的扁平化后勤,提高军用物资供应水平,最大限度地提升我军后勤保障力.     

Supply chain quality management practices and performance: An empirical study

This study proposed a conceptual framework to study the relationships among three dimensions of supply chain quality management (SCQM) – in-house quality management practices (internal QM), interaction for quality with suppliers on the upstream side of supply chain (upstream QM), and interaction for quality with customers on the downstream side of supply chain (downstream QM) – and their impact on two types of quality performance (conformance quality, and customer satisfaction). Survey data were collected from 238 plants in three industries across eight countries and structural equation modeling was used to test this framework. The results indicate a dominant role of the internal QM in SCQM which has a positive impact on the other SCQM dimensions and two types of quality performance. Downstream QM is found to mediate the relationship between internal QM and customer satisfaction, while there is a lack of direct impact of upstream QM on either type of quality performance.     

Supply chain finance: From traditional to supply chain credit rating

Traditional credit rating models, adopted by financial institutions to assess the credit risk of a company, adopt a purely financial perspective, and often fail to properly assess small and medium enterprises. On the other hand, buyers usually assess suppliers by means of comprehensive vendor ratings, considering a broad range of operational performance. This paper investigates whether financial and vendor ratings can be integrated into a supply chain credit rating model that jointly considers financial indicators of the supplier and its operational evaluation provided by buyers; the paper also investigates the benefits and the challenges of such a model for all the stakeholders involved (buyers, suppliers, financial institutions, and technology providers), adopting the lenses of the stakeholder theory. We adopted both multiple case studies and an iterative focus group, involving representatives from suppliers, buyers, financial institutions, and technology providers. The results confirm the potential value of such an integrated rating, mainly for strategic suppliers, showing the expected benefits for all stakeholders and highlighting the potential challenges to face.     

基于供应链管理的多周期合作型随机库存控制模型与仿真

在供应链管理的背景下，建立了一个具有不确定需求的多周期合作型供应链库存控制模型，并利用计算机仿真的方法对该模型进行了求解。     

面向供应链管理的ERP

文章指出供应链管理是企业经营模式的战略性改变,其技术要求是构造战略合作企业之间的信息共享平台,但一般的ERP软件只做到了企业内部信息资源的集成与共享,要满足供应链管理的更高要求,ERP产品仍需要向集成化方向发展。     

提供供应链一体化的物流服务——访宝供物流企业集团有限公司董事长兼总裁刘武

宝供物流企业集团有限公司是国内第一家以物流名称注册的企业集团。目前,公司已在全国78个城市建立了分、子公司或办事处,形成了覆盖全国的业务运作网络和信息网络。     

军事供应链管理系列连载之一实施军事供应链管理势在必行

加强军事供应链管理，是新时期加强军地物流协作，加快我军后勤发展，提高保障能力，打赢现代信息化战争的重大理论和现实问题。军事供应链管理是军事物流理论研究的一片未开垦的处女地，也是新军事后勤变革的重要组成部分，对其进行深入研究，对于降低军事供应链总成本、提高军事供应链综合效益具有非常重要的现实意义。本连载分为5篇：实施军事供应链管理势在必行；实施军事供应链管理的可行性研究；军事供应链的基本内涵；军事供应链管理的核心理念及其主要目标；实施军事供应链管理的对策研究。[编者按]     

为冷链物流中心提供专业制冷技术——访大连三洋压缩机有限公司销售公司市场开拓部销售总监韩伟

大连三洋压缩机有限公司（以下简称大连三洋）是由大连冰山集团有限公司、日本三洋电机株式会社和日本双日株式会社于1995年共同出资设立的合资企业,主要生产各类制冷压缩机与机组。自成立以来,其市场占有率一直保持同类产品之首,目前已经拥有两个工厂,一个研发中心,一个博士后科研工作站,设计年产能达158万台。作为国内冷链市场最重要的制冷设备供应商之一,在为冷链提供制冷保障的过程中,大连三洋积累了丰富的经验,研发了领先的技术。     

供应链绩效控制的多目标主从对策研究

基于对供应链订货模式的分析,考虑顾客参与协调的合理性与公平性要求,文中建立了基于订货协调创新的供应链绩效控制的多目标主从对策模型,研究了不同决策机制下特定协调策略对供应链绩效水平的影响。应用改进的遗传算法,对一个化工品分销系统Stackelberg主从对策问题进行离线仿真计算,结果表明,订货协调创新策略可以有效地控制供应链的绩效水平,分销商、顾客以及整个供应链系统的绩效得到不同程度的改善,多目标Stackelberg主从决策机制更加合理,接近实际。     

Stepping-stones for integrated chain management in the firm

The Dutch government's National Environmental Policy Plans (issued in 1989 and 1993) identified Integrated Chain Management – the incorporation of sustainability considerations into supply chains and related networks – as an important means of implementing their ambitious environmental objectives in the economic sphere. However, there is a debate going on as to what kind of policy measures would support its adoption and how they can be implemented in practice. Integrated Chain Management has two main features. The first is the flows of materials which result from economic activities. The second is the institutional frameworks which shape the production and consumption processes which drive the material flows. Previous studies have examined the ecological, economic, organizational and public policy aspects of Integrated Chain Management. However, they have not clarified the business logic behind the forces that give rise to chain‒oriented action. This matters because public policy is most effective when it is compatible with existing business trends. This paper therefore examines these trends (in particular Total Quality Management, Supply Chain Management and environmental management) utilizing current literatures and four case studies of large British and Dutch companies. From this examination it generates four stepping-stones for encouraging movement towards Integrated Chain Management. In principle, the results are relevant to all economic sectors. © 1997 John Wiley & Sons, Ltd. and ERP Environment.